From Zero to $15M in HVAC: How to Grow and Scale Fast

Building a multimillion-dollar HVAC company from scratch is not easy, but it is possible when the right principles guide every decision. In this episode, David from Trio Heating & Air shares the story of how he and his brother scaled from zero to over 15 million dollars in revenue in just three years. Their journey is filled with lessons about leadership, systems, culture, and mindset that every HVAC business owner can apply.

Starting with No Background in HVAC

David’s journey began in 2015 when he was working in sales for an installation company in California. He knew little about HVAC systems, but when customers began asking for HVAC services, he saw a clear gap in the market for companies that truly valued quality and professionalism.

By 2021, David and his brother decided to start their own HVAC business. It was a risky decision made in minutes without investors or business degrees. They launched quickly, tested ideas with subcontractors, and focused on delivering what they saw lacking in the market: great service, measurable quality, and trust.

Three years later, Trio Heating & Air had over 60 employees, 1,000 five-star reviews, and tens of millions in revenue.

Rebranding and Building a Mission-Driven Identity

At first, their company was called something different. But as revenue climbed past 10 million dollars, they realized their brand no longer represented who they had become. The decision to rebrand to Trio was not easy. It meant redesigning the website, vehicles, uniforms, and marketing materials.

The name “Trio” represents three pillars that drive their company forward:

1. Customer Satisfaction: Every client experience must feel like a seven-star interaction. A four-star review is considered a failure.
   
2. Employee Success: Each employee has a measurable path to growth and six-figure income potential through transparent systems and one-on-one development plans.
   
3. Environmental Responsibility: Trio plants a tree for every completed job, symbolizing sustainability and long-term impact.
   

This blend of customer care, employee growth, and environmental stewardship became the foundation of the company’s culture.

The Power of Culture and Accountability

David credits much of Trio’s success to daily accountability rituals. Every morning, all managers meet for a 15-minute daily huddle to report on performance, goals, and department updates. Each manager gets one minute to share yesterday’s results and today’s targets.

They also hold weekly leadership meetings that dig deeper into budgets, progress, and challenges. These meetings are structured around data, not feelings. Everyone knows their key metrics, which keeps the team focused and aligned.

The combination of structure and communication has turned Trio into a disciplined, high-performance company where everyone takes ownership.

Understanding the Numbers That Matter

David believes most small contractors struggle because they do not understand their numbers. His financial structure is simple but powerful:

• Revenue Target: 1 million dollars per month
  
• Cost of Goods Sold: Around 50 percent of revenue
  
• Gross Margin: 50 percent
  
• Overhead: 40 percent
  
• Net Profit: 10 percent
  

Every department knows which line they influence. Install and service teams manage gross margin. The marketing team controls cost per lead. Leadership watches overhead and net profit. This clarity helps Trio remain profitable at every scale.

How Trio Earned Over 1,000 Five-Star Reviews

Trio’s reputation is not built on luck. Their review strategy begins by mapping the entire customer journey and optimizing every touchpoint from the first phone call to post-installation follow-up.

Each department owns its part of the customer experience:

• CSR Team: Ensures scheduling is smooth, communication is clear, and customers feel valued from the first interaction.
  
• Technicians: Deliver clean, on-time service with small personal touches like remembering customer preferences.
  
• Leadership: Monitors every review and treats four-star feedback as a learning opportunity.
  

David explains that most five-star reviews are not just about great service but about personal connection. When customers feel cared for as people, not just transactions, they want to leave positive feedback.

Recruiting and Retaining Top Technicians

Rapid growth requires great people, and hiring is one of the hardest parts of scaling. David believes that the best technicians want to work for companies with a strong reputation and solid leadership.

Trio offers:

• Top-tier pay and benefits including 401(k), health coverage, and unlimited paid time off
  
• New, high-quality service vehicles that technicians can take pride in
  
• A career growth plan where everyone knows how to reach the next level
  

The company also uses referral bonuses to grow organically. Each employee is encouraged to bring one great hire per year. With just 10 people, that could double the company size annually.

Marketing That Fuels Growth

David is transparent about his marketing mix. His team invests heavily in Google Local Service Ads, but they also use traditional channels such as magazines, billboards, direct mail, and sponsorships.

For smaller companies, he recommends focusing 90 percent of the marketing budget on Google’s verified leads. But once you hit scale, it’s smart to diversify and build brand awareness through community involvement and visual exposure.

He also emphasizes that during slower seasons, companies should shift messaging toward indoor air quality and membership programs to keep technicians busy.

How Trio Handles Seasonality

To smooth revenue through slower months, Trio relies on memberships. Each technician manages around 200 to 350 members, creating predictable tune-up work even when installations slow down.

They also run off-season promotions and reach out to unclosed estimates from previous months. This proactive approach ensures technicians stay productive, the company maintains cash flow, and customer relationships stay strong.

Scaling from 5 Million to 15 Million

David identifies a few major turning points in scaling past 5 million:

1. Hiring Key Managers: The owner must stop being the firefighter and start being the architect.
   
2. Building Systems and SOPs: Every repeated task should have a checklist or manual.
   
3. Knowing the Four Areas of Time:
   
   • Firefighting (urgent problems)
     
   • Building systems to prevent future problems
     
   • Routine daily work
     
   • Downtime and rest
     

The goal is to spend as much time as possible in the second area, building and improving systems that remove future chaos.

The Mindset Behind Fast Growth

David’s biggest piece of advice is simple: think twice before starting a business.

He explains that HVAC ownership is not about working less or making easy money. It’s about responsibility. Every decision impacts dozens of employees and their families. True leadership begins when you realize your job is to serve your team, not the other way around.

He also reminds new owners to ask questions and learn from those who have already walked the path. Every challenge you face has already been solved by someone else. Success comes from implementation, not invention.

Final Words

David’s story is a blueprint for scaling with purpose. Trio’s success is not luck; it’s built on discipline, care, and relentless focus on people.

If you’re an HVAC owner dreaming of rapid growth, take notes from Trio. Build systems, lead with empathy, track your numbers, and never stop improving. Growth is hard work, but when done right, it changes not just your business but your life.